Ferre rangel family

APA style

After reading the entire case please answer all of the following questions and be detailed as possible:

Q 1. What is Antonio Luis Ferre struggling with?

Q 2. What leadership, management and governance best practices have the firm and the owning

family already implemented? How do they seem to be working?

Q 3. What does the Chairman, A. L. Ferre need to do next to insure that the legacy of enterprise

and innovation continues?

Q 4. What does the Chairman, A. L. Ferre need to do to insure that corporate governance and

corporate control contribute what they can to the continuity of this family-owned

business?(to answer this question, explain what he has recently done)MGT 410 – Family Business Spring 2019 Case Assignment 1 Case 3 – The Ferre Media Group (Page 79) This case is a rich display of family culture, family influence in regional economics and politics, sophisticated management practices and a continuing entrepreneurial culture across generations of owners. This case also highlights challenges to the effective governance of the familybusiness relationship and the unique role of in-laws. The aim of this case is to understand and analyze best management and family practices in the service of intergenerational entrepreneurial activity and business continuity. The Ferre Media Group case also aims to promote learning about governance practices that can go into building shareholder loyalty and keeping the familybusiness relationship healthy. Case Brief (Please read the entire case from the book) El Nuevo Día and Primera Hora newspapers enjoy a commanding share of the news market and receive approximately 70% of all advertising dollars spent in the local market. Five nextgeneration members of the Ferré Rangel family are successfully leading the corporation, running business units or in leadership positions on the editorial side of the business. The company consists of newspaper and web publishing, digital printing, commercial real estate development, a recycling company and an investment/venture capital company. (Until 2002, the Ferré family also controlled Puerto Rican Cement.) While the origin of the family business could be traced back another generation, a separation of companies and assets among siblings of the second generation to which Antonio Luis Ferré, Chairman, belongs, makes the Ferré Media Group akin to a first to second generation case study. A. L. Ferré effectively bought a small regional newspaper from his father for $400,000.00 in 1968, while presiding over the family-controlled cement company, and turned it into one of the top 45 dailies, by circulation in the U.S. His spouse, Luisa Rangel, held a variety of positions in the newspaper over the years, and was more recently actively involved in the family foundation and the company’s board of directors. She played a very active role in family communications, successor development, and the transfer of power across generations. Family members and key nonfamily employees considered her the “chief trust officer” of the family. As of 2012, their five children - Maria Luisa, 48; Luis Alberto and his twin brother Antonio Luis (Tono), 46; Maria Euginia (Manu), 45; and Loren, 42 - were all married and had children of their own. After reading the entire case please answer the following questions: Q 1. What is Antonio Luis Ferre struggling with? Q 2. What leadership, management and governance best practices have the firm and the owning family already implemented? How do they seem to be working? Q 3. What does the Chairman, A. L. Ferre need to do next to insure that the legacy of enterprise and innovation continues? Q 4. What does the Chairman, A. L. Ferre need to do to insure that corporate governance and corporate control contribute what they can to the continuity of this family-owned business? (to answer this question, explain what he has recently done) 2 page limit. Answer each question in as much detail as possible. Case 3The Ferré Media Group This is a very successful family corporation. El Nuevo Díaenjoys the highest circulation of any newspaper in Puerto Rico, and the three-year-old Primera Hora is the fastest-growing daily. Combined, they dominate the market for news and advertising on the island. Our family name has the highest recognition factor in all of Puerto Rico, according to a recent survey. But as we move the enterprise to members of the next generation, how do we nurture a culture of cooperation and communication vs.